Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 2 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition), chapter 2 - The supervisor as leader. This chapter presents the following content: You and your people, the nature of leadership, choosing a leadership style.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 2 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter Two The Supervisor as Leader • You and Your People • The Nature of Leadership • Choosing a Leadership Style 1
You and Your People • Hotels and restaurants depend on large numbers of people to fill low wage jobs. • Turnover rate for hourly workers in full-service restaurants can be 100% or more!!! • The industry employs people from all ages and backgrounds however, most of them are from 18- 34 (Generation X). • Over 50% of the hospitality industry are women. • Employees want more than just a paycheck. When jobs are plentiful, they can go elsewhere. 2
The Nature of Leadership • Being a leader can be defined as someone whom people follow voluntarily. • Being a manager and a leader = being efficient and effective. 3
Seven Steps for a Foundation of Leadership Development 1. Invest time, resources, and money needed to create a culture that supports leadership development. 2. Identify and communicate differences between management skills and leadership abilities within a company. 3. Develop quantifiable measurables that support leadership. 4. Make leadership skills a focus of training. 5. Implement ongoing programs that focus on leadership. 6. Know that in the right culture leaders can be found at entry level. 7. Recognize, reward, and celebrate leaders. 4
Authority and Leaders • Formal authority is • Formal leaders given to you by according to the virtue of your organization chart position. are in charge. • Informal leaders are • Real Authority is in charge by having given to you by having support of the support of their your employees. employees. 5
Choosing a Leadership Style: The most popular types of leadership styles today are: • Autocratic: Needs of • Bureaucratic: “ By employees comes the Book”, relies on second. Makes rules, regulations and decisions without procedures for input from staff, gives decisions. orders and expects Appropriate for when them to be obeyed. employees can be They believe that this permitted no is the only method discretion in the employees will decisions to be made. understand. 6
Leadership Styles Continued: • Democratic: Almost • Laissez- faire: The the reverse of the hands off approach. autocratic style. The The supervisor does as supervisor wants to little leading as share and consult with the group in decision possible. Delegates all making. Informs power and authority to employees about all employees. Limited matters concerning application to the them. hospitality industry. 7
The Old Style Boss • Method: command- obey, carrot-and-stick, reward and punishment, autocratic. • Results: far more likely to increase problems than to lesson them. 8
Theory X: • People are counterproductive. • Inborn dislike of work. • Must be coerced, controlled, directed, threatened with punishment. • People prefer to be led, avoid responsibility, lack ambition, and want security. 9
Theory Y- Douglas McGregor: • Argued that work is • Under the right conditions natural, people do not people accept and seek out inherently dislike it. responsibility. • People will work at their • Imagination, ingenuity, and creativity to solving problems own accord towards is widely distributed in the objectives. population. • People become • Modern industrial committed to objectives organizations use only a that fulfill inner personal portion of the intellectual needs. potential of the average human being. 10
Situational Leadership - Kenneth Blanchard & Paul Hersey Two types of Leadership behaviors: • Directed behavior - Tell employees exactly what you want done, how, when, and where. The focus is to get the job done, it is best to use when employees are learning a new aspect of their job. • Supportive behavior - Show caring, and support to you employees. Praise, encourage, and involve them in decision making. This is best to use when a employee lacks commitment to do a job. 11
Combining directive and supportive ~ four styles for different conditions: 1. Directing Style: A lot of directed and few supportive behaviors. 2. Coaching Style: A lot of both directive and supportive behaviors. 3. Supporting Style: Highly supportive behaviors. 4. Delegating Style: Low on both directive and supportive because responsibility is turned over to employees. 12
Transformational Leadership: • Transactional leaders: motivate through appealing to workers self interest (rewards). • Transformational leaders: act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs. 13
To develop your own style: • Adapt your style to the situations, others, and yourself. • Build your self-awareness. • Be yourself. • Remember that managers’ numbers are the primary benchmark for evaluating their successes and failures. 14